Teamwork and Conflict Management Chapter 8 PDF

# Teamwork and Conflict Management ## Teamwork Individuals coming together and leveraging their skills, strengths and perspectives to complete a task or solve problems. ### Synergy Dynamic result of collaboration, where a group achieves more than an individual. Represents the harmonious interact...

# Teamwork and Conflict Management ## Teamwork Individuals coming together and leveraging their skills, strengths and perspectives to complete a task or solve problems. ### Synergy Dynamic result of collaboration, where a group achieves more than an individual. Represents the harmonious interaction of team members, fueled by shared goals, effective communication and complementary skills. ### Formal vs Informal Teams * **Formal:** formed deliberately, hierarchically structured, professional relationships * **Informal:** formed willingly, no structure, personal relationships ## Stages of Team Development 1. **Forming:** team members get to know each other, boundaries get tested, members have a lack of confidence to work on their own. * Manager should give info about the team, members as well as guidelines. 2. **Storming:** team members form personal relationships, compete for positions and the manager has to coarn members to work together. 3. **Norming:** members settle into their roles and working together members communicate freely, manager encourages & supports members. 4. **Performing:** awareness about what needs to be done, roles are flexible, members take responsibility, manager focuses on individuals instead of the whole team. 5. **Adjourning:** team is terminated, some members stay in contact. ## Team Dynamics Team members trust each other, can work together, provide support, listen to others and provide input. Team members feel more comfortable in positive dynamic teams. ### Belbin Theory By understanding your role within a team, you can develop your strengths and manage your weaknesses as a team member, and improve your contribution to the team. #### Thinkers: 3 Roles * The Evaluator: monitors situations for opportunities and how to utilize them. * The Plant: creative person, solutions for problems * The Specialist: a person with a valuable skill not easily learned. #### Action: 3 Roles * The Finisher: looks for mistakes * The Implementer: converts ideas into actions conservatively * The Shaper: loves pressure and challenges. #### People Orientated: 3 Roles * The Resource Investigator: loves talking to people, networking * The Team Worker: diplomat, listens, avoids conflict * The Coordinator: natural leader, can delegate, emphasizes a goal ## Conflict Management ### Reasons for Conflict * Personality differences: difference in personalities * Non-compliance with rules/policies: working style * Misunderstandings: limited resources * Competition: workplace politics * Leadership style: work related stress ### Functional Conflict When a conflict situation is handled in a manner with a positive outcome. * Non-aggressive * Stimulates creativity * Allows ideas to flow ### Dysfunctional Conflict Is a result of a situation leading to a negative outcome. ### Advantages of Functional Conflict * Positive changes * Communication leading to organizational vitality * Commitment * All misconceptions are brought out and resolved. ### Outcome of Dysfunctional Conflict * Diverts energy from the task * Resources are wasted * Negative organizational culture and work environment * Misconduct ## Conflict Management Skills If stress management is introduced, conflict can be minimised. * Crisis management * Time management ### Type A & B Personalities * **Type A Personality:** wants everything to happen immediately, won't stop or postpone. * **Type B Personality:** laid back and doesn't mind postponing.